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When an entrepreneur is starting a new company, there is great
temptation to hire one or more "big shots.'' These are, usually,
very talented people who attract attention and investment. That’s
all well and good as long as the big shot is a genuine asset to
your company.

However, I hear from entrepreneurs all the time who have had to
deal with overbearing big shots whose tempers, sense of
entitlement and disregard for the company’s principles have done
far more harm than good. While larger companies can often survive
the bad behavior of a big shot, small start-ups can pay a severe
price I know several cases where the work environment became so
toxic that the company disbanded.

As a business person, you’re used to balancing costs and
benefits. So take a look at the big shots in your company (that
may even be you). What are the benefits they bring in terms of
revenue, credibility, expertise, contacts, investments, etc.?

Now take an honest look at the costs they incur. Is their
behavior consistent with the values of your company? Do you have
any reason at all to think the big shot is engaging in harassing,
threatening, insulting or demeaning behaviors? Don't just pay
attention to formal complaints. We all know that people are more
likely to hunker down to survive bad managers than speak up to
complain.

If you allow big shots to behave contrary to your values, then no
one inside or outside your company will believe you mean it.
That’s a recipe for failure.

What can you do about a toxic big shot? There are only two
acceptable choices in terms of the long-term viability of your
company. The person has to change or leave. As the senior leader,
it’s your responsibility to enforce those choices. If you aren’t
willing to do that, there is little chance of fixing the problem.
Any hesitancy increases the big shot’s confidence that they are
immune from the rules.

If the big shot is willing to change, then take action. Keep in
mind that issues that lead to bad behavior are usually easy to
understand (don’t lie, don’t insult people, don’t use demeaning
language). However, if the bad habits the Big Shot has developed
took a long time to develop and can’t easily be broken or
replaced by better habits:

• If training is part of the solution, make sure it
is highly individualized and focused on the specific behaviors
the big shot engages in and emphasizes the consequences of not
changing.

• Coaching and monitoring should always be part
of the equation.

• Model the desired behaviors.

• Make sure you have created an environment
where employees will come forward with complaints.

• Gather 360-type feedback from peers and staff
to monitor whether the changes have taken root.

It takes time and energy to do this, but those are qualities that
entrepreneurs often have in abundance. Still, your best strategy
is to to avoid bringing a toxic big shot into your small pond in
the first place. Products and services have short lifecycles
these days. What will last the longest, if your company survives,
is the culture you are creating. A failure of culture is often a
far more critical blow to a startup than the failure of an
individual product launch.

Think carefully about the impact of each hire on your environment
and culture. Act to enforce behavior standards just as you would
any other standards that are critical to your survival as a
business. That’s one of the simplest ways to reduce the future
risks for your new company.